The effect of SHRM practices on perceived firm financial performance: Some initial evidence from Australia

Andersen, Kai K; Cooper, Brian; Zhu, Cherrìe Jiuhua

doi:10.1177/1038411107079111

Cited by 51 publications

(56 citation statements)

References 41 publications

(47 reference statements)

Supporting

Mentioning

Contrasting

Order By: Relevance

“…We employ a cross-sectional design, which does not allow researchers to rule out the possibility of reverse causation (Wright et al, 2001). A longitudinal design would help to strengthen the reverse causation possibility and, as a result, to overcome the time-lag effects of HRM on performance (Andersen et al, 2007). Moreover, the data related to strategic HR involvement, HR devolvement and OP was collected from single respondents.…”

Section: Discussionmentioning

confidence: 99%

“…Largely, the research in this area in particular had been concerned with evaluating the level of strategic HR involvement and HR devolution rather than measuring their direct impacts on performance (see,for example, Budhwar& Sparrow, 1997; Khatri, 1999;Budhwar, 2000;Andersen et al, 2007;Othman, 2009, Singh et al, 2012a.…”

Section: Hrm and Organisational Performance (Op)mentioning

confidence: 99%

“…Perceived financial performance: As a significant amount of prior empirical work conducted on the HRM-performance link has employed subjective measures of performance (see, for example, Delaney and Huselid, 1996;Wright et al, 1999;Andersen et al, 2007;Chand and Katou, 2007;Macky and Boxall, 2007;Joseph and Dai, 2009;Moideenkutty et al, 2011;Razouk, 2011), we aim to measure the perceived financial performance of the targeted companies. The use of subjective measures is further supported by some empirical work, especially in strategy literature (see, for example, Dess and Robinson, 1984;Geringer and Hebert, 1991;Powell, 1992).…”

Section: Measurement Of Variablesmentioning

confidence: 99%

“…For the purpose of the present work, we developed measures on these variables based on the existing SHRM literature (see Budhwar& Sparrow, 1997;Budhwar, 2000;Andersen et al, 2007;Sheehan, 2012;Singh et al, 2012a;.…”

Section: Measurement Of Variablesmentioning

confidence: 99%

“…The integration of Human Resource Management in the formulation of business strategy is referred to as strategic HR involvement (SHRI); HR devolvement (SHRD), on the other hand, can be defined as the devolution of key HR practices to Line Managers, and away from personnel specialists (Brewster &Larsen, 1992;. It has been argued that the integration of HR practices and policies within business and corporate strategy may enhance the overall organisational performance (OP), as might HR devolution, and ameliorate any challenges posed by context (see Cunningham and Hyman, 1999;Budhwar, 2000;Andersen et al, 2007;Karami et al, 2008;Sheehan, 2012). However, a number of studies on this have been carried out in the West; hence, this article is an attempt to fill this lacuna through focusing on the case of an emerging market petrostate.…”

Section: Introductionmentioning

confidence: 99%

See 4 more Smart Citations

Can HRM alleviate the negative effects of the resource curse on firms? Evidence from Brunei

Darwish

Mohamed

Wood

et al. 2017

View full text Add to dashboard Cite

Purpose: The resource curse literature suggests that firms operating in non-oil and gas industries in petrostates face considerable challenges in securing competitiveness and sustaining themselves. Based on a firm level survey within a micro-petrostate, Brunei, this study explores the relationship between specific HR policies and practices and organisational performance, analysing, comparing and contrasting oil and gas with non-oil and gas sectors, and draws out the comparative lessons for understanding the potential and performance consequences of HR interventions in resource centred national economies.Design/methodology/approach: Data for this study was generated from a primary survey administered amongst the HR Directors in companies operating in all sectors in Brunei. A statistically representative sample size of 214 was selected. Findings:We confirmed that firms in the oil and gas sector indeed performed better than other sectors. However, we found that the negative effects associated with operating outside of oil and gas could be mitigated through strategic choices: the strategic involvement of HR directors in the affairs of the company reduced employee turnover and added positively to financial returns across sectors. Practical implications:Developing and enhancing the role of people management is still very much easier than bringing about structural institutional reforms: the study confirms that at least part of the solution to contextual difficulties lies within, and that the firm level consequences of the resource curse can be ameliorated through strategic choice. Originality/value:The nature of the present investigation is one of few studies conducted in South East Asia in general and in the context of Brunei in particular. It also contributes to our understanding whether HR interventions can ameliorate the challenges of operating in a nonresource sector in a resource rich country.

show abstract

Section: Discussionmentioning

confidence: 99%

Section: Hrm and Organisational Performance (Op)mentioning

confidence: 99%

Section: Measurement Of Variablesmentioning

confidence: 99%

Section: Measurement Of Variablesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

Can HRM alleviate the negative effects of the resource curse on firms? Evidence from Brunei

Darwish

Mohamed

Wood

et al. 2017

View full text Add to dashboard Cite

show abstract

The Effect of Strategic Human Resource Management on Organizational Performance: The Mediating Role of High‐Performance Human Resource Practices

Mitchell

Obeidat

Bray

2013

Human Resource Management

View full text Add to dashboard Cite

This study investigates the impact of a strategic role for human resource management (HRM) on organizational financial performance. Survey data from 118 financial and manufacturing organizations in Jordan is analyzed to investigate a moderated mediated pathway between a strategic role for HRM and organizational financial performance. The first finding, that high‐performance human resource practices (HPHRPs) mediate the relationship between the HR strategic role and performance, suggests that the position of the HR professional as a strategic partner enhances the legitimacy of HR initiatives, as well as facilitating the resourcing and support for their implementation. The second finding, that line management devolvement moderates the relationship between the HR strategic role and HPHRPs, suggests a trade‐off between a strategic and operational focus for HR professionals, and also indicates the value of embedding HR practice execution in operational administration. © 2013 Wiley Periodicals, Inc.

show abstract

The Impact of Human Resource Practices on Actual and Perceived Organizational Performance in a Middle Eastern Emerging Market

2015

View full text Add to dashboard Cite

This is a study centered on the impact of the specific set of HRM practices on organizational performance (OP) within an emerging‐market setting. It seeks to explore which HR practices are most closely associated with better OP within the financial services industry in Jordan based on a survey of managers and the annual reports of the companies encompassed by the study. It was found that the only HR practice seen to consistently impact on OP was training; in other words, we did not encounter any recognizable “bundle” of HR practices that optimized OP across the sector. We argue that this reflects the weaker and more partially coupled nature of institutions in many emerging markets, which makes it difficult to generate the type of complementarities associated between regulation and practice in mature markets. It also reflects the limited transferability of perceived best practice models in the context of emerging‐market settings. Although belied by objective firm performance data, many respondents believed that it was not only training but also the extensive usage of extrinsic incentives (pay and promotion) that would translate into superior results. This highlights the limitations of relying on managerial reported performance data in exploring the consequences of specific HR practices. © 2015 Wiley Periodicals, Inc.

show abstract

The effect of SHRM practices on perceived firm financial performance: Some initial evidence from Australia

Cited by 51 publications

References 41 publications

Can HRM alleviate the negative effects of the resource curse on firms? Evidence from Brunei

Can HRM alleviate the negative effects of the resource curse on firms? Evidence from Brunei

The Effect of Strategic Human Resource Management on Organizational Performance: The Mediating Role of High‐Performance Human Resource Practices

The Impact of Human Resource Practices on Actual and Perceived Organizational Performance in a Middle Eastern Emerging Market

Contact Info

Product

Resources

About